The aim of this study is to propose a managerial competency model for cultural managers in the Islamic Republic of Iran. This research is conducted using a mixed-method approach (quantitative-qualitative) with fieldwork methods, semi-structured interviews, coding, questionnaires, and document analysis. The qualitative sample consists of 13 experts selected through snowball sampling, while the quantitative sample includes 120 participants selected through random sampling. The main research question is: What are the indicators of competent cultural managers for cultural development in the Islamic Republic of Iran, considering the statements and views of the leader of the revolution, Ayatollah Khamenei? After data collection, the data were analyzed using content analysis, the Delphi method (via expert consultation), confirmatory factor analysis, reliability analysis using Cronbach's alpha, composite reliability, convergent and discriminant validity, and structural equation modeling. The results of qualitative analysis showed that future studies in this area require attention to 8 main categories and 72 subcategories. In selective coding, the paradigmatic dimensions of coding included six categories: causal conditions, obstacles, intervening conditions, background conditions, strategies, and consequences. Additionally, the results of confirmatory factor analysis for all research variables were affirmed. Cronbach’s alpha and composite reliability results for all components of future studies were higher than 0.7, indicating satisfactory reliability of the components. Moreover, the convergent and discriminant validity of the components of the educational management future studies model exceeded 0.5, demonstrating the favorable validity of the components.
Introduction
The aim of the present study is to present a model of managerial competence of cultural managers in the Islamic Republic of Iran. Considering the increasing trend of the enemy's cultural attack and other influential variables, the space of cultural confrontation has become more complex. Moving towards realizing the vision and cultural goals of the Islamic system depends on having and training competent and capable human resources, especially at management levels. Therefore, a widespread and systematic effort to identify competent individuals with the aim of equipping and empowering them will be more important and necessary than anything else. Also, various factors such as the need to determine and define clear and transparent criteria for correct and effective assessment for attracting and employing individuals, training and developing individual capacities, succession planning, talent management for assuming sensitive and key jobs, and finally, increasing the capability of cultural organizations in managing possible moral-social crises have created various reasons for adopting a competency approach in such organizations. Adopting such an approach requires the precise definition and identification of general and specific competencies of cultural management. Designing competency models can be considered in creating a database of current and future managers, succession planning, talent management, improving capabilities, and improving the decision-making process in appointing cultural managers with a special approach to meritocracy to resolve issues arising from management weaknesses in this sector. In other words, in order to effectively deal with socio-cultural crises through the appointment of competent managers and the successful implementation of human resource systems in cultural organizations, it is necessary to develop a guiding model for identifying competent individuals to assign cultural management positions - the lack of such a model is one of the most important issues in the field of appointing managers of cultural organizations in the country - and this research aims to help resolve this necessity (Zarei Matin et al., 2014: 20). Therefore, the present research attempts to identify the indicators of competent cultural managers in line with the cultural development program in the Islamic Republic of Iran, including the statements and views of the Supreme Leader, and to present a model in this field. This study was conducted using a mixed quantitative-qualitative method using field methods, semi-structured interviews, coding, questionnaires, and document review. The research sample in the qualitative part included 13 experts who were selected using snowball sampling, and in the quantitative part, the research sample included 120 people who were selected using random sampling. The main question is what are the indicators of competent cultural managers for cultural development in the Islamic Republic, according to the statements and views of the revolutionary leader, Ayatollah Khamenei?
Materials and Methods
After collecting information, the data were analyzed using content analysis and the Delphi method with expert opinion, confirmatory factor analysis, reliability analysis using Cronbach's alpha, and composite reliability, convergent and divergent validity, and structural equation modeling. The results of the qualitative analysis showed that futures research in this area requires attention to 8 main categories and 72 subcategories. In selective coding, the dimensions of the coding paradigm, including 6 categories of the central category of causal conditions, barriers, intervening conditions, conditions of the governing context of strategies and consequences, were identified. Also, in the quantitative part, the results of confirmatory factor analysis for all research variables were confirmed. On the one hand, the results of Cronbach's alpha and composite reliability for all futures research components were higher than 0.7, which indicates that the reliability of the futures research components is satisfactory.
Discussion and Findings
Therefore, the output of the KMO test in this study was 0.694, which indicates that the existing correlations are suitable for exploratory factor analysis. At this stage, the existing indicators were divided into 8 categories (the role of management skills, effective cultural measures for the desired status of cultural organizations, the role of participation and cooperation, futures research goals, consequences of enjoying futures research, the ultimate goal of futures research, obstacles to the growth of cultural organizations and the role of requirements analysis skills). And finally, using structural equations, the following diagram was introduced as the final model of the managerial competence of cultural managers.
Conclusion
Considering the main concern of the research based on the indicators of competent cultural managers with an emphasis on the requirements of cultural development in the Islamic Republic of Iran, whose indicators were extracted from the statements and views of the leadership and tested by experts and scholars, the results were that competent cultural managers should have various characteristics and components. The results of the research showed that by using this integrated and forward-looking model, we can identify and examine important factors that affect the managerial competence of cultural managers and make appropriate plans for their development and improvement. Also, by using this method, we can more accurately understand the managerial competencies of cultural managers and identify their educational and developmental needs. As a result, this method can improve the performance of cultural organizations and increase the efficiency of cultural managers. Therefore, the output of the KMO test in this study was 0.694, which indicates that; the existing correlations are suitable for exploratory factor analysis.